اسئلة كويزات مبادىء الاداره ، شبتر 1 و 3 و 4

[دحـggم]

السلام عليكم

هذي مجموعه اسئله منزلتها [ مآي وورلد الله يجزاها كل خير ] من موقع الماده ، دخلت انا ومعلق معاي مو راضي يفتح

شبتر 1 :


Part of what defines an organization is its purpose. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. The goals or purpose of an organization define the organization's reason for existing. Without a common purpose, a group of individuals does not qualify as an organization.





2) In order to be considered a manager, an individual must direct or oversee the work of others. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. Directing and overseeing work distinguishes managers from nonmanagerial employees. Managers direct and oversee work of others. Nonmanagerial employees have no supervisory responsibilities.




3) Supervisors and team leaders may both be considered first-line managers. (1point)

True False



Score: 1
Answer(s): True
Feedback: Correct. First-line managers are managers who oversee workers directly and are involved in day -to-day operations. For example, a team manager in an auto assembly plant might oversee and help solve everyday problems that arise on the assembly line. Higher level managers typically would not spend time helping to solve assembly line problems directly.




4) A goal of efficiency is to minimize output costs while maximizing input costs. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. The goal of efficiency is the opposite—to maximize outputs while minimizing inputs. An efficient operation uses the fewest resources to generate the greatest amount of product.




5) Managers who are effective at meeting organizational goals always act efficiently. (1point)

True False



Score: 0
Answer(s): False
Feedback: Incorrect. A manager may be effective, but not efficient. For example, a manager may excel at achieving goals but waste a lot of money, energy, and resources in achieving them.




6) Determining who reports to whom is part of the controlling function of management. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. The controlling function is largely a process of monitoring and evaluation. Subordinates are observed to see if they are working efficiently. Programs are evaluated to make sure they are progressing toward organizational goals. Deciding who reports to whom is not a part of this function.




7) Defining goals is a key part of the organizing function of management. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. Defining goals for an organization is part of the planning, rather than the organizing function of management. Usually only top managers participate in defining broad, strategic goals, while all managers define goals for practical levels of organization operation.




8) Fayol's management processes are completely equivalent to Mintzberg's management roles. (1point)

True False



Score: 0
Answer(s): False
Feedback: Incorrect. Fayol's four functions of management are planning, leading, controlling, and organizing. Mintzberg's categories include some of these functions, such as leading and making planning decisions, but leave out the others. Though the two systems can ultimately be reconciled with one another, it would be a stretch to say that they are equivalent. The strength of the two systems is that they represent different points of view and provide two different lenses with which to observe and analyze management.




9) Disturbance handler is one of Mintzberg's interpersonal roles. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. Though "disturbance handler" sounds like an interpersonal role, it falls under Mintzberg's category of decisional roles. A disturbance handler must decide how to address problems that arise in a way that will best benefit the organization.




10) Most people who study management think that Fayol's categories are more useful than Mintzberg's. (1point)

True False



Score: 0
Answer(s): True
Feedback: Incorrect. Though Fayol's scheme was not based on scientifically collected data, the simplicity of his categories has made it more popular in management circles than Mintzberg's more complicated scheme.




11) Because profit, or the "bottom line," is not the measure of success for not-for-profit organizations, managers of charitable organizations do not have to concern themselves with the financial aspects of their organizations. (1point)

True False



Score: 0
Answer(s): False
Feedback: Incorrect. Managers of non-profit organizations are interested in the financial aspects of their organizations primarily for reasons of efficiency. Generally, the less money and resources they waste in being inefficient the more they have for attaining their actual goals.




12) A manager in a large business generally will spend more of her time as a spokesperson and entrepreneur than her counterpart in a small business. (1point)

True False



Score: 0
Answer(s): False
Feedback: Incorrect. Only the very top managers in a large firm spend much time in spokesperson and entrepreneurial roles. In a small firm, a manager is much more likely to take on the role as a spokesperson or a "rainmaker" who procures new business.




13) Technical skills involve a manager's ability to think logically and effectively about abstract situations. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. Thinking logically about abstract situations is a conceptual skill rather than a technical skill.




14) Today's managers are just as likely to be women as they are men. (1point)

True False



Score: 0
Answer(s): False
Feedback: Incorrect. Though many more women are managers today than they were in in the past, less than 40 percent of managers in the United States currently are women.




15) The study of economics is useful only to top managers. (1point)

True False



Score: 1
Answer(s): False
Feedback: Correct. Economics is useful to all managers because it deals with topics that are often directly related to business such as finance, markets, competition, and the allocation of resources. Understanding these subjects can give managers insight into how to analyze the current business situation and how to plan for the future.